Clarity and structure turned complexity into delivery
This case shows how a project manager from kaastrup|andersen helped restore progress in a critical project at Herning Municipality – at a time when clarity and structure were urgently needed. Herning Municipality was running a strategic ERP programme, but one of its key projects had lost momentum.
After an initial meeting, both parties quickly agreed that kaastrup|andersen had the right experience and profile to take over responsibility for the project.
The project formed part of a wider programme to implement a new ERP solution across Herning Municipality. The programme was jointly led by a programme manager from the IT vendor and a programme manager from Herning Municipality.
Challenge
When kaastrup|andersen’s project manager joined the project, one of the first documents reviewed was the Project Initiation Document (PID).
The PID outlined a project with significant ambitions:
- Further development of internal systems
- Integration with the new ERP platform
- Configuration of a newly developed ERP component delivered by the IT vendor.
However, the document also highlighted some risks:
- The system landscape and/or process flow diagrams were not (yet) available
- The AS-IS and TO-BE-situation were not (yet) described
- The project was behind schedule
- Key contributors were allocated across multiple projects and operational tasks
In short, the project needed shared understanding and a plan.
Solution
kaastrup|andersen’s project manager started by facilitating a focused workshop with the Head of IT and the IT architect. While both had a strong and aligned understanding of the system landscape, this knowledge had to be documented.
During the workshop, the current (AS-IS) and future (TO-BE) system landscapes were visualised and mapped. In the following weeks, these diagrams were refined and actively used as a foundation for dialogue with the project team, the internal programme manager and other stakeholders.
This created a shared and tangible reference point for the project – a clear understanding of where the organisation was and where it needed to go.
Next, kaastrup|andersen’s project manager facilitated a second workshop using the goal hierarchy method. Together with the Head of IT and the IT architect, the project’s purpose, objectives and sub-objectives were defined. For each objective, the required activities were identified.
This resulted in a structured and realistic activity list that could be translated into a coherent project plan within the overall timeframe of the programme.
The project sponsor and programme manager welcomed the plan. It clearly demonstrated that the project could be delivered within the overall programme timeframe. The IT vendor subsequently adjusted the master plan to ensure alignment between project activities and programme dependencies.
“What stood out was the strong and pragmatic project leadership. The project manager from kaastrup|andersen quickly created transparency, clarified objectives and translated complexity into actionable steps. This provided the team with confidence and direction, enabling us to move forward in a structured and controlled manner.”
Kim Skotte Larsen,
Head of Department, IT and Digitalisation, Service and Architecture, Herning Municipality.
Result
The project got momentum. And the project team gained clarity on:
- What needed to be delivered
- Why each activity mattered
- When tasks should be completed and in which sequence
The project plan, including deliverables and milestones, was actively used throughout the remainder of the project and until its completion. Rather than being a static document, the plan became a cen-tral management and communication tool.
It supported ongoing follow-up on progress, completion levels and goal achievement, while ensuring continuous alignment with the wider programme and organisational priorities.
kaastrup|andersen’s project manager was selected for the assignment based on extensive leader-ship experience and a background as a former software developer. This combination proved critical. Through the ability to create alignment, build followership and establish a clear and credible plan, the project moved from uncertainty to controlled progress – and was delivered as intended.
Leif Skibsted Jakobsen
Do you want to restore momentum in a critical project?
In this case, we show you how we approached a digital project. If your organisation is facing complexity, progression or missing leadership capacity, we can help. Let’s talk about how kaastrup|andersen can create clarity, alignment and results – when it matters most.
